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Assessment brief CMI 519 features the following assessment tasks.  Further detail is provided against each assessment task within the brief.

About the company:

DKM&X is a large industrial company based in the UK that manufactures tools and equipment. Its primary market is in the UK, but it also sells its products and services to European-based companies and to the US companies. It has a wide range of internal and external stakeholders including staff, customers, business functions, departments, shareholders, partners, regulators and suppliers. The company has various strategic business units and departments including a design shop, distribution centre, workshop, administrative and management centre and customer service centre.

1.1 Evaluate the scope and purpose of quality management within organisations

Quality management helps all organisations in performing the best for their stakeholders and there are different ways in which it may help the organisations such as enhancing the products, organisational systems, processes and most importantly the facilities.  Quality management is the element that ensures the effectiveness of organisations and its operations. DKM&X is a large industrial company based in the UK that manufactures tools and equipment (Al-Shdaifat, 2015). 1.1 Evaluate the scope and purpose of quality management within organisations

DKM&X is considered to be the world’s third largest product and service company when measured in terms of the gross revenue. It is also considered to be the ninth largest organisation in the world measured by the revenues only.  Organisations like DKM&X work for the satisfaction of their customers therefore they focus on their quality management.  DKM&X is a brand that is known for its quality and excellency. Quality management plan of the organisation has the main purpose of improving and enhancing the productivity of the organisation (Hauswald and Hack, 2013).

Quality management is the practice of overseeing and evaluating the set of different activities of the organisation from every aspect.  All the processes are practised by DKM&X as they are measured through a quality management plan. The main purpose of the quality management is to ensure the effectiveness and productivity of DKM&X by improving the products and the services.  Quality management focus on meeting the clients’ requirements and their demands and expectations. DKM&X has inserted QMS software just like many other organisations (Hauswald and Hack, 2013).

The main concern of QMS is to bring betterment in the operations of the organisation for the better and the long term productivity. The tools for the quality management are the great sources for the organisations that help them in making things better for them. The tools of the quality management are consisted of mainly four major components which are as follows:

• Planning for the quality

This is the very first step, planning is equally important in every process of quality management.  The planning includes the expectations and preferences of the stakeholders, with the growth and development of the organisation in order to set the best standards (Oyewo, Ajibolade and Obazee, 2019).

• Quality control

Control is the second most important step in the process, control is as important as planning is. This process is performed physically; it is preceded with the steps of planning which have been set in the first step.  All the mistakes which are made in the planning process are measured and corrected in the control step of the process. The entire process of controlling quality requires considerable evaluation with the help of quality management application.

• Quality improvement

Right after the planning and control, there comes the quality improvement. The findings which have been measured from the previous steps are then measured and reviewed. All the information is gathered for adequate evaluation to enhance the services of the organisation (Oyewo, Ajibolade and Obazee, 2019).

• Insurance of the quality

Insurance is highly crucial in the delivery of the services and products.  It is the act that is systematic because it offers reliability of the services and the products in order to get to the requirements (Rodrigue, Magnan and Boulianne, 2013).

UNIT CMI 519 Managing Quality and Continuous Improvement

1.2 Analyse organisational structures for managing quality

A structure of the organisation is the system that is wholly about the activities and the practises for the achievement of the organisational goals and objectives. Every organisation holds the organisational structure regardless of the organisation’s size. There are four types of the organisational structure (Thomas, Scandurra and Carfora, 2021):

• Functional structure
• Divisional hierarchical structure
• matrix structure
• organic structure

DKM&X is the company that follows the hierarchical organisational structure. This is the organisational structure that holds the different positions and the responsibilities which are divided into many parts in order to ensure the work that will be performed effectively.  The organisational structure that is followed by DKM&X keeps a lot of the responsibilities for the ones who are at the top of the pyramid and others work under them (Thomas, Scandurra and Carfora, 2021). 1.1 Evaluate the scope and purpose of quality management within organisations

 The hierarchical organisational structure of DKM&X:

1.3 Examine the influence of stakeholders in quality management

Stakeholders are the major part of any organisation, stakeholders are considered to be the third party of the corporation. Stakeholders work for the enhanced performance of organisations to attain organisational goals. For organisations, stakeholders include customers, employees working, investors and suppliers.  This is why the outcome of the business is dependent on the involvement of the stakeholders (Ross, 2017).

Internal stakeholders are the ones who are influenced by organisation’s concerns and performance. Whereas the external stakeholders are the ones who are different from the internal stakeholders they have no direct interaction or connection with the company.  Apart from this, there are two different stakeholders who are primary and secondary stakeholders.  Primary stakeholders are the ones who hold direct interest in the business whereas, secondary stakeholders are the ones who are not linked with the direct interest of the organisation (Ross, 2017).

1.4 Analyse the impact of quality management systems on an organisation’s activities.

Quality management is the implementation of tools, concepts, tools, methodology and standard quality for the purpose of achieving quality related goals. Once the quality is implemented, the entire management system performs adequately for organisations. Quality system is basically the structure of an organisation. All sorts of procedures, resources and responsibilities which have been implemented for the quality system and management of quality. In DKM&X, the objective of the quality system is to make sure that the organisation is performing well. It also ensures the use of procedure, information, methods, controls and skills. The issues and difficulties of processes are fed into the system to ensure the continuous improvement and development.

Quality system in the organisation is a blueprint which identifies the business model and processes, it also provides the details about how the people in the organisation get work done together. Furthermore, it specifies the performance to evaluate if the organisation is on the right path or not. In DKM&X, quality management enables the company to not only deal with assurance of its products but also with the service quality. It manages its employees and business processes for the achievement of customer satisfaction. DKM&X manages its quality management in following ways:

Zero Defects: producing defect free product is the main aim of DKM&X and minimising the defect free products is indeed challenging for the company.

Continuous improvement: it always looks for improvement in the products and processes. To do that it applies the lean management concept. 1.1 Evaluate the scope and purpose of quality management within organisations

2.1 Evaluate approaches for managing and maintaining quality

DKM&X’s Corporate Strategy:

Strategic management refers to a collection of managerial decisions and activities that defines a company`s long-term success. Several firms can achieve excellent performance bursts for a short amount of time, but only a handful can maintain it over time. DKM&X has undergone several strategic changes over the years and has developed to become the UK`s leading equipment and materials provider. It`s also widely regarded as Europe`s fastest-growing financial enterprise and the world`s most successful internet supermarket.

Customising media

In its revival, the brand sees a critical necessity to focus on "the individual experience." For this strategy, DKM&X`s marketing team has come up with a number of innovative marketing concepts. Personalization is crucial in the modern world of marketing, from significant discounts given via email on birthdays to print ads shipped directly to the doorstep. Rather than projecting a broad, general image, the company`s objective, according to its marketers, is to excite particular customers and gain their confidence. Much of it will be accomplished through direct individualised marketing strategies that cater to unique customer preferences. The resurgence of DKM&X`s techniques – and the company`s subsequent financial recovery – is a tribute to marketing`s strength.

 Designing new product lines:

A reassessment of the marketing strategy was also necessary, and this was one of the measures taken by DKM&X to launch their new range of brand items. This branding of items helped DKM&X to appeal to budget-conscious consumers who earlier did not appreciate DKM&X`s offerings.

Shifting towards digital marketing:

In every industry, a tried - and - tested mega-business would be required to invest thousands in advertising. Several enterprises gain benefits from DKM&X`s heavy investment in television, radio, and cinemas. DKM&X, on the other hand, knew that this marketing approach needed to evolve. DKM&X spent £110 million on marketing initiatives in conventional channels in 2013, but that number dropped to 10% in 2014. And by 2015, DKM&X`s marketing budget had plummeted to less than £80 million, a significant decrease from only 2 years previous.

Total quality management:

TQM could have a massive effect and benefit on employees and the organisational advancement for DKM&X. By focusing all staff members on quality assurance and quality stability and advancement, firms establish and uphold values that create endless achievement for both customers and the company on its own. TQMs are quality-focused, and for DKM&X, they assist in identifying skill shortages in employees, as well as providing the appropriate training, mentorship, and training to rectify any deviations. There are several other teams and individuals working in groups at DKM&X, and TQM may contribute to the establishment of functional areas expertise and teams in such a setting. Increased coordination and communication among various organisations broadens institutional knowledge by providing DKM&X with greater flexibility in staff deployment.

2.2 Evaluate the tools and techniques used in quality management within an organisational setting

DKM&X analysis tools

Fishbone Analysis

ISHIKAWA DIAGRAM

A diagram, often known as a fishbone diagram, can aid in the detection of problem origins and the organisation of ideas into useful categories. The diagram above depicts a visual method, cause, and effect. It is a more organised way than some of the other brainstorm tools available, such as the five whys resources.

Steps:

Step 1: Problem Identification:

DKM&X writes about its unique concerns, including who and what the issue is, as well as when and then when it occurs. In this circumstance, for example, how can DKM&X monitor the quality of their products for their providers?

Step 2: work out the key issues:

DKM&X then identifies factors that may be contributing to the problem. It could include systems, substances, external influences, devices, individuals involved in the scenarios, and so on. Management must identify opportunities for employees to resolve the challenges and issues.

Step 3: Identify Causes:

Furthermore, the potential causes of the problem may be linked to the factors for each of the elements being evaluated in step 2.

Step 4: Diagram Analysis:

Through this point, one must have a diagram that depicts all of the possible origins of the situation. The DKM&X manager has finished his assessment. He might have not done therefore by thinking that the people in the local branch were "difficult" if he had not approached the problem in this manner.

A fishbone diagram showing the primary and secondary causes of why management can lack influence with followers in an organisation.

Swot analysis:

Companies must often experience considerable change at different stages of growth in order to progress; regrettably, there are still not enough aspects on how to evaluate organisations and determine crucially essential goals. SWOT analysis is required to improve quality management and identify the demands of the firm. It is a frequently used method for analysing the dangers, vulnerabilities, opportunities, and threats that exist inside a project or organisation. The SWOT Analysis tool may be used to analyse both external and internal elements, however it is most widely used to analyse external factors or the macro-environment since it is a complete way to analyse the significant risk or threats as well as the significant opportunities that must be addressed before developing any action plan and strategies (GÜREL, 2017). When developing a tailored quality assurance system to meet an organisation`s strategic business strategy and objectives, the SWOT evaluation method presents a selection of alternatives to take into account: SWOT Analysis is a quick, easy, and adaptable tool for identifying the elements that impact an organisation`s activities and providing answers to develop the organisation‘s plan.

• Strengths:

It`s something that every organisation, including DKM&X excels at. Or in a way that sets the DKM&X besides the competition. Consider the advantages DKM&X has above other businesses.

• Weaknesses:

Because vulnerability is the most fundamental attribute of DKM&X, the company must concentrate on its people, processes, and resources. The DKM&X should consider what they can do better and which behaviours they must abandon.

• Opportunities:

Possibilities are presenting themselves, or opportunities for something wonderful to occur, but DKM&X will have to seize them.

• Threads:

It includes anything that might have a detrimental impact on the firm from the outside, such as supply chain issues, market fluctuations, or a lack of qualified candidates.

3.1 Justify the use of short and long term strategies for continuous improvement

Continuous improvement is the practice of making incremental and breakthrough changes to products, services, and processes over time. These attempts might aim for "continuous" progress or "breakthrough" improvement all at once.

The method of constant improvement can be described in 4 stages that are implemented by the company in a periodic manner and not all at the same since the notion of Kaizen offers continuous improvement with one piece at a time. The very first step asks for preparation whereby the areas that require its most adjustments as well as how the company decided on implementing those adjustments because it must be remembered that every tiny step contributes and counts for development thus every step should be taken. A next phase is to put the planning into action in such a manner that it effectively implements the plan on schedule, with the proper resources, and with the right personnel (Oliveira, Sá and Fernandes, 2017). A third stage is to verify and assess whether the implementation was successful, as well as to compensate for any difficulties, faults, or errors that may have happened throughout the project implementation, which should be acknowledged and addressed in the fourth stage, `act`. 1.1 Evaluate the scope and purpose of quality management within organisations

The entire Kaizen technique could be referred to as a firm`s performance management because it enhances communication process and reinforces relationships between management and workers, clarifies each employee`s role, and assists people in recognising what they should be doing and what their behaviour are connected to strategic business goals. Whilst also implementing Kaizen, it is important to ensure that the performance is strategic, covering both short and long term goals and addressing the firm`s larger issues; it should also be integrated, providing assistance and improvements to business administration and management; and that should control and improve staff development, teams, and individual achievement (Khan, Kaviani, Galli and Ishtiaq, 2019).

One objective may be to implement process mapping analysis (PMA), in which everything is specified about the organisation`s occurrences and doings, the accountable bodies within the business, the standard procedure followed by everybody functioning, the measurements used for measuring the effectiveness and the methods in which the effectiveness of the procedure can be established, and controlling the company`s performance via the use of tools.

Performance management should include aspects such as assuring performance improvement not just for a specific department, but also for teams, people, groups, and the union as a whole. It should assure progress via improvement in these areas, which can only be done if all employees, teams, managers, and executives are committed to continual improvement (Khan, Kaviani, Galli and Ishtiaq, 2019). The behaviours inside a company should be controlled in such a way that every employee is responsible for maintaining productive relationships within the company.

Management must assess the whole implementation process once the approaches have indeed been executed to detect any errors and make appropriate changes. Process mapping has 4 stages: process identification, which entails gaining a comprehensive understanding of the processing steps; gathering information, which entails comprehend the perspectives and factors of various people in the workplace and creating real map illustrations based on those understandings; and assessment, that also entails utilising tools to make the procedures accomplish its goals.

There are possibly six fundamental and extremely beneficial concepts that, if followed by the continuous improvement team, may ensure a smooth and continual development.

1. Employee suggestions should be valued by DKM&X.
2. Small modifications should be used to make improvements.
3. Workers must be permitted to take ownership of activities, and the incremental improvement method should be used because it is very affordable to execute.
4. Frequent feedback is essential for reflective progress.
5. The gains ought to be observable and consistent (Indrawati and Ridwansyah, 2015).

3.2 Evaluate the process for embedding continuous improvement within an organisational setting

Improvements in the workplace not only enhance the bottom line, but they also increase employee and customer safety and happiness. Customer satisfaction rises by 54 % in terms of continual improvement upgrades.

Processes of continuous improvement:

The Six Continuous Improvement Processes:

• Step1: Identify improvement Opportunities:

For improvement select the appropriate process.

• Step2: Analyse:

Identify its root cause.

• Step3: Take action:

Plan and implement action.

• Step4: Study Results:

Confirm the actions taken to achieve the target.

• ●       Step5: Standardise solutions:

Ensure that the level of performance is maintained.

• Step6: Plan for what is about to come:

Plan of how to solve any issue if they arrive.

Examples:

• Monthly training programs:

Employees in larger organisations are frequently assigned to a silo or swim lane. Process improvement may be aided by both automation software and cross training. For example, if DKM&X can teach staff with ways to perform numerous tasks, a process will not be impacted if someone is away due to illness or vacation.

• Surveys and polls:

People that work for the DKM&X are well-versed in wherever improvements are required and where they are not. It`s critical for DKM&X to win consumers as well as vendors, and it`s also critical to ignore employee comments.

4.1 Discuss how the effectiveness of quality management within an organisational context can be assessed.

The achievement of quality management could be measured using a variety of metrics that assist in determining whether the firm was successful in achieving efficient quality management or whether the results or outcomes are favourable, and if not, which areas are lacking so that managers can identify and provide solutions. Measures like these

• Invest in individuals,
• European basis of quality management,
• Award for Bald Ridge (Aquilani, Silvestri, Ruggieri and Gatti, 2017).

Standard for Investors in Persons:

The Investors in People account is broken into three elements, each of which is divided into three subcategories based on the concepts of leading, supporting, and improving. The leadership element entails motivating and inspiring the individuals in the business to ensure that the company`s aims and goals are effectively communicated to its personnel. A next step is to live the organisation`s values and behaviours to ensure that everyone in the organisation is committed to the firm`s objectives and homogeneity, and that they are prepared and equipped to deal with erratic behaviour (portal, 2021).The last step entails empowering and engaging individuals so that the organisation has a sense of trust and ownership, and workers have the authority to make any choice.

The following stage is to recognise and reward those who provide full-time functional outcomes, and an environment of recognition and affirmation must be built up so that workers are motivated to accomplish their job (portal, 2021). The final phase in this section is organised work, in which the method and strategy are thoroughly designed so that managers and employees may embrace them. The positions in the organisation are meant to help the company accomplish its goals by empowering employees and encouraging them to take an interest in them.

The 3rd pillar of the investments in persons criterion is developing, which involves increasing workers` competence through managing their skills and assisting them in developing their capacities. It allows people to determine their entire potential and ensure that they are employed for the correct job (portal, 2021). The second and last phase is to deliver continuous improvement, which is similar to the kaizen notion of continuous improvement, and they are encouraged by their supervisors by establishing an environment that supports creativity, because the aim is to focus on the business`s current and future performance, the objectives should be established in such a manner that they have a clear grasp of the strategy, the macroenvironment, internal operations and goals, and what the firm wants to achieve in the future.

4.2 Evaluate the use and purpose of a scorecard method to judge the success of quality management 

The balanced scorecard is a notion that arose out of a recognised necessity for assessing a company`s success not just in financial and monetary terms, but also in other ways. Relying simply on the profitability of a corporation may well not assist it thrive, particularly in today`s corporate environment, since financial data only provides insights into the firm`s previous performance, not into the present (Farrés, Platikanov, Tsakovski, and Tauler, 2015). As a result, the balanced scorecard gives the company a structure and a vocabulary to express the plan to be implemented in a clear and consistent manner.

The theory`s basic principle is to discover and present a scorecard that includes aspects that produce value for a company and impact its power and capacity to thrive not only in the near term but also in the long term. As a result, three fundamental concerns are addressed: where the company is now heading, what the brief & medium plan is, and what measures must be implemented to improve the corporate strategy, which is typically separated into sub-parts (Farrés, Platikanov, Tsakovski, and Tauler, 2015).

The Balanced Scorecard doesn`t really produce strategy; it just organises it in a visually appealing manner. DKM&X of the United Kingdom has not always put its clients first. Prior to this, they concentrated on their products and innovations, but their thoughts about client loyalty, which had become a core tenet of their business, have evolved since then. It is critical to provide personnel with innovative technology, such as user-friendly interfaces and effective logistical networks, in order to help them enhance their abilities. Commitment and alignment among employees are essential. As a consequence, every two years, DKM&X conducts a comprehensive personnel survey in each business division.

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UNIT CMI 519 Managing Quality and Continuous Improvement